Mariner

The cynical, systemic avoidance of responsibility with regard to the welfare of children in the United States is nowhere better illustrated than in the practice of corporal punishment in schools.

" The U.S Department of Education declared school corporal punishment is a matter for the states to decide. This is a win for the states. Let us systematically rescind corporal punishment.

" In the twenty-two (22) states which permit corporal punishment, departments of education say it's a matter for local school districts to decide. This is a win for the districts. Let us systematically rescind corporal punishment in school.

" School districts where corporal punishment is practiced say their policy reflects the will of the community expressed through their elected school boards. This is a win for the community. Let us systematically rescind corporal punishment in school.

" When school children are injured by corporal punishment, no one seems to have a strategy to address the problem. Instead, the parties engage in a well-practiced ritual of circular buck-passing which leaves the school administration essentially a law unto themselves and children unprotected. Let us not allow this type blind attitude harm another child. Let us systematically rescind corporal punishment in schools in your state, in your district in your community.

Corporal punishment causes emotional as well as physical damage, which can not be resolved through traditional talk therapy. Healing emotional damage from corporal punishment needs to specifically focus on the aftereffects of physical violence. If left unhealed the emotional damage continues to plague the person for a lifetime. Hitting, paddling, smacking, whacking, bopping, or any form of physical assault against a child is violence, because the act violates the child's sacred body boundaries.

Furthermore, when a parent or other authority figure, whom the child is totally dependent on, uses corporal punishment, the child is betrayed in the worst way possible. "I love you, therefore, I hit you," is hypocrisy. It is hypocrisy because love and hitting (hurting) can not co-exist simultaneously. It is hypocrisy because the same act against an adult is considered assault and battery and the perpetrator is subject to arrest and possibly a jail sentence. Why then, when so much is at stake, do we assault our children when we protect adults from the same violent act? The answer is quite simple, but too lengthy to include in this article.

Dr. Frank Putnam of the National Institute of Mental Health and Dr. Martin Teicher of Harvard Medical School studied 170 girls, 6-15 years old-half had experienced corporal punishment, half had not-for seven years. The girls who experienced corporal punishment had symptoms such as abnormally high stress hormones, which can kill neurons in brain areas crucial for thinking and memory, and high levels of an antibody that weakens the immune system.

Teicher completed a series of brain studies on 402 children and adults, many of whom experienced corporal punishment. His findings revealed that corporal punishment creates arrested growth of the left hemisphere of the brain which can hamper development of language and logic and arrested growth of the right hemisphere of the brain (the site for emotions) at an abnormally early age.

The AMA and APA ignore these studies. Why do the AMA and APA ignore these studies and other noted researchers' work-for example: Judith Herman, M.D? The answer lies within the denial theory-if we don't believe it, it can't hurt us. The irony is "Facts do no cease to exist because they are ignored," and the tragic results follow.

The results are:

" Children whose parents or other authority figures use corporal punishment to correct unacceptable behavior show more antisocial behavior over a long period of time, regardless of race and socioeconomic status, and regardless of whether the mother provides cognitive stimulation and emotional support (Gunnoe & Mariner, 1997; Kazdin, 1987; Patterson, DeBaryshe, & Ramsey, 1989; Straus, Sugarman, & Giles-Sims, 1997).

" Adults who were hit as children are more likely to be depressed or violent themselves (Berkowitz, 1993; Strassberg, Dodge, Pettit, & Bates, 1994; Straus, 1994; Straus & Gelles, 1990; Straus & Kantor, 1992).

" Corporal punishment increases the probability of children assaulting the parent in retaliation, when they are older (Brezina, 1998).

" Corporal punishment sends a message that violence is a viable option for solving problems (Straus, Gelles, & Steinmetz, 1980; Straus, Sugarman, & Giles-Sims, 1997).

" Children who are spanked regularly are more likely over time to cheat or lie, be disobedient at school, bully others, and show less remorse for wrongdoing (Straus, Sugarman, & Giles-Sims, 1997).

" Corporal punishment adversely affects children's cognitive development. Children who are spanked perform poorly on school tasks compared to other children (Straus & Mathur, 1995; Straus & Paschall, 1998).

Something can be done. Healing can only begin with an acknowledgment of the truth. It is futile to hope that lies, evasions and excused can somehow erase the memory and the pain of past injuries.

After the Battle of Midway was won by the American forces the Japanese strategy changed. It was this defeat that reality set in and the Japanese command decided to hold on and preserve their conquered territories rather than to continue to expand. The American leaders turned their plans in the recapturing of the Japanese occupied islands in the Pacific. The next battle to take place was Guadalcanal, part of the Solomon Islands.

The importance of Guadalcanal was its strategic position in the South Pacific. Both the American and Japanese high command knew the importance of this island. For the Americans this island was strategic because they would be in a better position to protect Australia from invasion and they could continue the Allied buildup of military men, arms and equipment that would be used in a major assault against the Japanese. For the Japanese this island was important for their being able to cut off the shipping lanes to Australia therefore hindering any buildup of military men and supplies.

The Japanese forces landed on Guadalcanal in May 1942. They began constructing an airfield and by the end of June they had 3000 men strong. Once their airfield was complete the Allies knew this would become a big threat to them in the area. The Allied attack began on August 7th. The Japanese were taken by surprise with the landing of American Marines at Red Beach and there was no resistance by the enemy forces. There was so much equipment dropped off at this landing stage that the American forces were running out of space for it. The landing on Guadalcanal was a tactical success.

American forces began moving inland towards the still uncompleted airfield. Slowly moving in the hot,humid jungle the American forces had no contact with the enemy. The American forces reached the airfield on August 8th and did not encounter any hostile forces. The Japanese had retreated into the jungles and caves on the island where the battle for Guadalcanal would be fought. On August 9th the Allied Navy task force was forced to retreat from the area by Japanese Naval forces leaving the American Marines on their own.

The Marines were fully equipped and armed but the challenge ahead was the formidable experienced forces of the Japanese army. With the enemy navy in control of the seas surrounding the island and the 3000 enemy soldiers on the island the Marine forces had their work cut out for them. On August 18 more enemy troops landed on the island and they attacked the Marines on August 21.

The battle known as the "Battle of Tenaru" was handedly won by the US forces pushing back the enemy to the shore. The Japanese forces did not surrender but instead willingly died for their emperor. The Japanese sent a bigger force to the island to retake it and began their new offensive on September 12. Japanese planes and bombs from the battleships bombarded the area south of the airfield. Approximately 2000 troops were landed on the island but this new attack failed. The next day the Japanese forces again attacked the American positions but were repelled and the enemy sustained heavy casualties of about 1200 men. The Americans suffered about 445 men out of 1000 troops.

The battle waged on for the Guadalcanal island. The Japanese returned with 20,000 of their best troops only to be met by 23,000 American soldiers and a fully operational air field. The Japanese were met at sea by a American war planes and were defeated before any of their troops landed on shore. It was in December 1942 that the emperor ordered his men off the island and by February 1943 their withdrawal of the island was complete.

Celebrate the brave men of the U.S. Marines and all the men and women of our military branches, honor all the heroes of our armed forces. If you know anyone that served their country during war or is a member of the armed forces serving in the states show your appreciation for their devotion, their steadfast to stand with their country in defending its freedoms. Visit Mall4Men and check out their the marine clocks, marine watches and men's marine rings that they offer at reasonable prices. They also have a Gifts4Her department for that special lady in your life.

Don't you hate it when your watch gets dirty? There is no need to worry. You can clean your watch easily with just a few easy steps. Take a moment right now to review these simple steps, so that you can give your watch a proper cleaning.

Step 1: Separate the band.

If you have a removable band on your watch, it is a good idea to separate it from the face and the mechanical part of the watch for the cleaning. This is because you should avoid getting those parts of your watch wet. If you aren't able to remove it, don't worry. You just need to make sure that you don't damage to working parts when you apply the cleaner.

Step 2: Choose a cleanser.

You should use a mild soap or rubbing alcohol for most types of watches. If you have a gold watch, or it is made of silver or a platinum material, you might consider using a small amount of jewelry cleaner. Using water alone is not going to be very effective. If you do use some water, make sure that it is mixed with a mild soap (such as dish soap) and don't get the inside wet.

Step 3: Use a soft cloth or a soft toothbrush.

Don't use a scrubber sponge, a hard bristle toothbrush or paper towel. Abrasive materials can add scratches to your watch that you don't want. Make sure that you use a soft material to wipe away stains, oils and germs. Rub gently in a circular motion to clean your watch.

Step 4: Make sure it's dry.

It is important to make sure that you remove all of the moisture from the band of the watch, and any other part of the watch that may have gotten wet. Even though you do not use very much liquid during the cleaning process, you will want to make sure that there isn't any moisture left. If you leave it wet, mildew might develop, and you don't want that on your watch! Also, depending on the material it is made out of, wetness can cause rust. Make sure that you take a smooth, dry cloth and dry your watch well.

That is all. Now you can put your watch band back on and wear your watch. You might want to leave it alone for a while since you put the work into cleaning it, however. Anyway, that is all there is to it, and you can clean your watch every couple of months to keep it shiny and nice.

The corporate environment is characterized by a number of variables: competition, dynamism, turbulence, complexity and change. All organizations must develop ability to continuously and consciously transform themselves and their contexts. Such contexts include restructuring for optimum effectiveness, reengineering key processes and streamlining functions that are able to provide a source of competitive advantage. The aim is to adapt, regenerate and most important, survive. (McLean, 2006).

For a company to thrive today, strategists must find ways to increase the organization's ability to read and react to industry and market changes. They must know their goal to boost the company's strategic flexibility by recognizing disruptions earlier and responding faster.
Strategic flexibility or adaptability can be defined as the organization’s capacity to identify major changes in its external environments, quickly commit resources to new courses of action in response to such changes, and to recognize and act promptly when it is time to halt or reverse existing resource commitments. Being adaptable means leaders must not get stuck in a too-rigid way of looking at the world. The organization must view change as an inevitable and essential part of an organization's growth, in order to achieve this adaptability.

When there is uncertainty or unpredictability in the environment, managers tend to focus almost all their energy on successfully executing the current strategy. What they also should be doing is preparing for an unknown future. Flexibility stems from the ability to learn; managers tend to overlook the negative and emphasize the positive. They need to understand not only what led to the positive outcomes but also what led to the negative ones. This will optimize their learning experience. According to Ford (2004) four points to foster and maintain adaptability include challenging complacency, giving all employees a voice, encouraging participative work and driving fear out of your group.

The companies chosen for this task vary by industry: a famous automobile manufacturer (Ford) a bank going through a merger (Compass) and a start-up software company (DawningStreams). Ford and Compass have been in business for a long time; it is likely they have changed their strategic plan based on changing forces and trends. DawningStreams is new (established in 2005 and incorporated in 2007). Even though they have not had their first sale and have no staff, the owners have devised several iterations of their strategy.

There is a diversity of stakeholders all that are interested in the activity of business organizations. Emphasis must be placed on their adaptability in strategic analysis and their adaptability in strategic management of business organizations. The organization must have a strategic management model.

Each company might scan the same areas, but for different reasons. Considering technological advances, Ford would prepare itself to lead the market by having various electronic equipment in their vehicles, as well as robotic equipment with which to build them and the supply chain technology to keep all in check. Compass Bank is going through a merge and expanding globally; therefore they will need to keep abreast of communication technology. DawningStreams is a software company; they will need to monitor those companies who would be their competition to ensure their product offers better functionality. All three companies would make sure potential customers would be able to get good information from internet websites and advertisement, which encompasses yet another area of technology the organizations may need/want to scan. In this instance, many members of the organization must be enrolled: upper management and finance, who will determine budgetary factors; the IT department, who will be responsible for the implementation and maintenance of some of the technology; the staff who must be trained to use the technology; a sales force who will sell the technology.

To the outside observer, it may seem unnecessary for any but Ford to scan the (actual) environment when it comes to issues such as emission control, fuel efficiency and hybrid cars. That is true however; Compass Bank and DawningStreams can plan a strategy to be friendlier to the environment (and their pocketbooks) by practicing paper reduction (through the aforementioned technology). Lastly, DawningStreams’ product may be useful as a file sharing service to environmental groups.

With regard to the legal environment, all three must be acutely aware of laws, which affect their respective industry among others. To Ford, legal applies, among other areas, to environmental protection laws and department of transportation safety laws. To Compass Bank, they would abide by the rules of the Federal Reserve (www.federalreserve.gov) and the Federal Insurance and Deposit Corporation (www.fdic.gov). DawningStreams must follow laws as they pertain to the transfer of files, which have intellectual property and also the export of products, which have algorithms. All three companies are global and will need to monitor those laws in other countries, which could effect the strategic planning.

At one company after another--from Sears to IBM to Hewlett-Packard to Searle, strategy is again a major focus in the quest for higher revenues and profits. With help from a new generation of business strategists, companies are pursuing novel ways to hatch new products, expand existing businesses, and create the markets of tomorrow. Some companies are even recreating full-fledged strategic-planning groups. United Parcel Service expects to spin out a new strategy group from its marketing department, where strategic plans are now hatched. Explains Chairman Kent C. Nelson: ``Because we're making bigger bets on investments in technology, we can't afford to spend a whole lot of money in one direction and then find out five years later it was the wrong direction.''

In such a world we need a planning model that allows us to anticipate the future and to use this anticipation in conjunction with an analysis of our organization--its culture, mission, strengths and weaknesses--to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one.

Ford Motor Company – Socio-cultural

Ford Motor Company embraces the socio-cultural changes taking place to allow the company to move in the right direction with respect to attitudes in the society. Two areas that stand out in terms of socio-cultural attitudes would be that of fuel economy and smaller cars. The growing concern by the public for better fuel economy has influenced the company’s introduction of the Ford Escape Hybrid and Mercury Mariner Hybrid. The organization is committed to the hybrid to improve fuel economy as a global strategy to meet customer demands. The increased demand in society for such environmentalism has assisted in the decision for Ford Motor Company to look forward to adding the hybrid feature to the Ford Fusion and Mercury Milan and continue in such a strategic planning direction.

The customers that use these vehicles get a substantial break on their insurance in many states and a tax credit as well while enjoying the increased mileage of a vehicle that runs on gasoline and capabilities for 100 percent electric power. The environmental scanning by Ford Motor Company has allowed the company to be knowledgeable of the fact that the people in the United States are buying more small cars today than any other type of vehicle segment. The lifestyles changes have been monitored and there is good data that shows that such a trend will continue in this direction and the expected growth in this segment will continue. The company has redesigned the inside and outside of the Ford Focus to set the car apart from the competitors in the small car segment while increasing upgrades and features to experience positive outcomes. The direction that the company is taking is based on a competitive advantage and being a leader in the industry. The vehicle line has both a sedan and a coupe to attract targeted markets including younger buyers at an entry level to build upon brand loyalty and customer retention. Ford Motor Company will continue to use the socio-cultural factors to drive the business and enjoy future success.

Ford Motor Company – Legal –

Ford Motor Company with regard to the Environmental Protection Agency adheres to the legal aspect of environmental scanning. Ford Motor Company accepted an award in March 2007 from the Environmental Protection Agency called the Energy Star 2007 Partner of the Year Award in Energy Management. The company is the first automaker to have ever been awarded the award two years in a row. The award has come to be presented due to the commitment made by the company to increase energy efficiency and to reduce the greenhouse gas emissions from all of the facilities in the company.

The organization is committed to the responsible use of resources and energy efficiency. The leadership realizes that the environmental protection laws are of great importance and use the environmental scanning to move in the right direction to obtain future success in the company. In 2006 alone the company has improved the energy efficiency in the United States operations by five percent and saving approximately $25 million with enough energy saved to equal 220,000 homes. The effective energy management protects the environment and reduces the greenhouse emissions. Some of the actions taken by the company include replacing lighting fixtures that use 40 percent less energy and using different low-energy, long-lasting compact fluorescent lamps in the properties to include the plants, corporate offices, distribution centers, and research and development campuses. Due to the environmental scanning that takes place at Ford Motor Company the company will use the information that is collected and continue in this direction. New projects for the company include Fumes-to-Fuel that is a system that converts paint fumes into electricity that is being performed with Detroit Edison along with attempting to consolidate the application of primer, base and clearcoat paint applications into a single application to eliminate the need for separate applications and ovens. In addition to the paint booth emissions Ford Motor Company will continue to rely on alternative energy sources such as landfill gas and wind and solar technologies to power their manufacturing facilities.

Ford Motor Company – Technology –

Another environmental scanning tool that Ford Motor Company monitors and uses would be the technological portion. The company has invested $1 billion in the latest technology for flexible manufacturing. The technology that is involved is in many forms to include wireless technology that is installed on the delivery trucks with supplies to the plant as a monitoring status and improved efficiency to reduce inventory. The flexibility of products in the same plant allows the organization to use the same machinery and process for all areas from body assembly, paint facility, and final assembly. The improved efficiency at the manufacturing facility allows for several vehicle platforms to be built on the same line to produce multiple models and quickly change the vehicle mix, the volume, and options based on customer demand.

The technological changes that are being embraced by Ford Motor Company through environmental scanning enables the company to experience huge cost savings through new product launches and 50 percent reductions in cycle changeovers along with waste reduction. Robots are among the technological changes that are being experienced within the organization to include the 400 from the project that are used to weld and assemble the metal body of the vehicle for stamping and assembly. Artificial intelligence in the form of advanced visions systems and laser tracking systems are used to ensure quality through accuracy and dimension abilities. A multi-million dollar training facility is used to ensure that the workforce has the knowledge, skills, and ability to reap the benefits from the new technology that is being used by the company. The training that is administered includes the new servo-electric weld gun system that identifies the perfect center for welding that has replaced the older and loud air-powered system that used a less sophisticated spring system. The environmental scanning of technology that is performed by Ford Motor Company has allowed the company to have positive outcomes in efficiency while remaining a competitive company in the industry through cost savings and continuous improvement.

Compass Bank- Political -

On February 16, 2007, Compass Bancshares, Inc., the parent company of Compass Bank, announced the signing of a definitive agreement under which Banco Bilbao Vizcaya Argentaria, S.A. (NYSE: BBV Madrid: BBVA) ("BBVA") will acquire Compass for a combination of cash and stock. Compass will become a wholly owned U.S. subsidiary of BBVA and will continue to operate under the Compass name. The transaction is expected to close during the second half of 2007, pending customary closing conditions, including necessary bank regulatory approvals in the U.S. and Spain and the approval of the stockholders of both Compass and BBVA.

BBVA, which operates in 35 countries, is based in Spain and has substantial banking interests in the Americas. The transaction will facilitate BBVA’s continued growth in Texas and will create the largest regional bank across the Sunbelt. Upon completion of the transaction, Compass will rank among the top 25 banks in the United States with approximately $47 billion in total assets, $32 billion in total loans and $33 billion in total deposits. In addition, the combined company will rank fourth in deposit market share in Texas with $19.6 billion in total deposits and 326 full-service banking offices.

Compass is a $34 billion Southwestern financial holding company that operates 415 full-service banking centers in Alabama, Arizona, Colorado, Florida, New Mexico and Texas. Compass provides a broad array of products and services through three primary lines of business – Corporate Banking, Retail Banking and Wealth Management. Compass is among the top 30 U.S. bank holding companies by asset size and ranks among the top earners of its size based on return on equity.

Under the terms of the definitive agreement, which has been approved by the board of directors of Compass and the relevant bodies of BBVA, Compass will become a wholly owned subsidiary of BBVA. After closing, BBVA intends to merge its U.S. based banking affiliates – including the former operations of Texas Regional Bancshares, State National Bancshares and Laredo National Bancshares – with Compass.

The aggregate consideration is composed of a fixed number of approximately 196 million shares of BBVA common stock and approximately $4.6 billion in cash. The merger is subject to customary closing conditions, including necessary bank regulatory approvals in the U.S. and Spain and the approval of the stockholders of both Compass and BBVA. The transaction is expected to close in the second half of 2007.

The merger between both companies will be determined by the political factors ranging from implications of laws and regulations to the state of world politics including the consideration of wars which may be going on in different parts of the world. New laws, regulations, tax programs and public policy create forces and trends, which may provide challenges and barriers or opportunities for any company or organization.

Compass Bank – Technology –

Ford is in the process of implementing a laser marking system on its production line to ensure the highest standard on each transmission assembled. The system will be checking for quality on different points on the assembly line. Ford is teaming up with a company called MECCO to implement this process and a trial run of the new system will last for 3 months. MECCO is a leader in its industry when it comes to laser technology. The decision to implement this new laser marking system came because it is more cost- effective and safer than previous ways of marking checkpoints for quality.

Although this process at Ford has not officially been implemented yet, Compass Bank can learn a few different things. It may be a good idea for Compass Bank to do a short trial of online cell phone banking to see how popular it becomes and if it worth all the time and effort, being spent to get it launched. Compass Bank should also consider investing into a company who is the best at what they do, is in the same time zone, and can meet their demands in a timely manner, not simply because they may be cheaper. Finally, Compass Bank can learn that they need to consider what will be most cost-effective and in the best interest of the company over time. Organizing a time line and a list of costs and potential risks would also be beneficial to Compass Bank so they know what to expect and when with the implementation of online cell phone banking.

When completing the global scan one looks for emerging new technologies which may impact any business in any industry. At one time the emergence of the Internet was a technology that was becoming an emerging trend across all industries. Today very new technologies are used to develop information systems at a fraction of the cost and time of processes that were used five years ago. Wireless is a telecommunications technology that may have moved from a trend to a force in revolutionizing the way information is stored, accessed and used across all industries around the world. Some, if leveraged by a company within an industry before competitors use it, may even provide a competitive advantage.

Compass Bank – Competition –

Although mergers may be costly and rather difficult, the value it creates in the end is the desired outcome companies seek. The eagerness to merge is based on several beliefs, those beliefs are, that the performance gains are greater, expenses are reduced, market power is increased, and shareholder’s wealth is also greater than before. The value of a merger is enhanced when the overall benefit is more valuable than the aggregate of two separate pre-merger companies.
In the end, both John and Bernard should consider this before finalizing a decision. When Zion’s purchased Stockmans, there overall value increased by 43 branches. These branches will help performance and brings much more power to the financial market. In the Journal of Money article, Pilloff states “Companies are more willing to acquire others to avoid being acquired themselves.” Keeping this in mind, companies must figure out a cross border strategy.

As part of the broad environmental scan, it is important to identify the internal capabilities of the organization. There are various models for defining capabilities. Most focus on the broad set of intangible assets such as brand, human capital, organizational capital and even relationship capital. Others include the more concrete assets such as available capital, the organization structure, current technologies and information technology infrastructure. In addition to doing a broad environmental trend, Compass Bank needs to do a more detailed capability assessment using any of the models available.

DawningStreams - Competitors –

Business activities are becoming more and more complex to manage, because of distance, time zones, number of parties involved in projects, number of tasks to achieve, multiple prioritizations, lack of general synchronization, insufficient secure and confidential communication channels and growing complexity of IT infrastructures. The use of task list managers has become very common. It is becoming more difficult to keep teams synchronized, to follow and to implement new business processes and to exchange sensitive information confidentially. The DawningStreams software application is aiming at increasing the practicality of daily executive activities. The types of business, which will most probably be interested in our product, are construction (size of network), consulting (need for synchronization), pharmaceutical research (secure exchange of information) and the software industry (complexity of manufacturing).

Many companies have already developed software applications that enable secured communications and file sharing. However, most, if not all, are relying on Microsoft technologies, which prevent them from expanding to Mac or Unix users. DawningStreams is developed in Java, which can be used on any platform, including Mac and Unix. Microsoft has acquired the Groove Company and has released a new version of the product, which can perform many of the functionalities of DawningStreams, but not generic activities (http://office.microsoft.com/en-us/groove/default.aspx). This is our closest competitor by far. More recently, we found, merely by accident, a company called Shinkuro (www.shinkuro.com), which offers the file sharing aspects of DawningStreams but lacks other capacities.

Although DawningStreams will face competition from many existing players, the fact that it will combine a super-set of functionalities in one application, for a very reasonable price, will give it some leading edge over other competitors. If the US patent is granted, the position of DawningStreams will become a niche. Even if the patent were not granted, it would take a profound architectural redesign of Groove (or other competitors) to include generic activities and match the offer of DawningStreams. As a strategy we will monitor the activities of those companies’ websites and understand what they offer in terms of similar functionality and try to ensure we match or best those functionalities to the best of our ability and resources

DawningStreams – Political -

Maintaining the secrecy of information is the fundamental function of encryption items. Persons abroad may use such items to harm US law enforcement efforts, as well as US foreign policy and national security interests. The US Government has a critical interest in ensuring that persons opposed to the United States are not able to conceal hostile or criminal activities, and that the legitimate needs for protecting important and sensitive information of the public and private sectors are met. Since 2000, US encryption export policy has been directed by three fundamental practices: technical review of encryption products prior to sale, streamlined post-export reporting, and license reviews of proposed transactions involving strong encryption to certain foreign government end-users and countries of concern. US encryption policy also seeks to ensure that American companies are not disadvantaged by the European Union’s “license-free zone.” (Bureau of Industry and Security, 2007).

DawningStreams will contain cryptographic functions. Any reliable and efficient cryptographic system requires a central authority to avoid identity theft. Cryptography is a key functionality of DawningStreams. All specialists insist on designing systems using well-studied algorithms and fully tested protocols; novelty is considered a source of risk. The cryptographic layer of DawningStreams will rely on a dual public-private key system. The private key encryption system will implement Rijndael, the Advanced Encryption Standard (http://csrc.nist.gov/CryptoToolkit/aes/rijndael/), the public key system will implement RSA (www.rsa.com) and the hashing function will implement the 256 bits version of the Secure Hash Algorithm (http://secure-hash-algorithm-md5-sha-1.co.uk/ ).

Encryption products can be used to conceal the communications of terrorists, drug smugglers, and others intent on harming U.S. interests. Cryptographic products and software also have military and intelligence applications that, in the hands of hostile nations, could pose a threat to U.S. national security. The national security, foreign policy, and law enforcement interests of the United States are protected by encryption export controls. These controls are consistent with Executive Order (E.O.) 13026, which was issued on November 15, 1996, and the Presidential Memorandum of the same date. (Bureau of Industry and Security, 2007).

DawningStreams also plans to be an international company, as offices now exist in the Netherlands and the US. As part of the strategy, we will ensure we remain compliant by registering our product with any necessary agency and allowing those agencies access to the processes if they feel there is a threat. We will be responsible to monitor (as best as we can) our client base and to put the proper verbiage in our contracts that illegal activities will not be tolerated. We will continue to monitor the BIS site mentioned in previous paragraphs and also sites in the European Union such as the Crypto Law website of legal expert Bert-Jaap Koops (http://rechten.uvt.nl/koops/)

DawningStreams - Technology/Intellectual Property –

The management of organizational strategy requires a comprehensive assessment of the macro environment of the business. Intellectual Property (IP) refers to the original ideas and innovations evolved by an organization in order to haul up its systems and processes. Creation of ideas requires large investments. This necessitates the protection of IP. Benchmarking is the continuous process of measuring products, processes, and systems of an organization against those that are rated best in the industry. It helps in uncovering weaknesses and flaws in the organizational systems, processes, and products. (Watson, 2003)

The study of the global research conducted by McAfee Inc. and MessageLabs Ltd. on security threat in small businesses in the U.S. reveals that 80 percent of small-and-medium-sized businesses (SMB) believe that an information technology (IT) security failure would be damaging in attaining their business priorities. Yet, only few are courageously making steps to fight against infringements due to resource limitations from other business related priorities. The research implies that company size plays an essential part in the way senior management views security. Among the challenges that SMBs face include keeping up-to-date with security solutions and keeping costs low. Small-to-medium businesses’ behavior towards security is very tactical and meets only immediate requirements. (unknown, 2007)

DawningStreams’ relevance to these forces is two-fold. We are a software company—there is an opportunity for us to lose the intellectual property by those who would download and attempt to modify the code. We have competitors who offer functionality similar to ours, however we offer an additional functionality the others do not. It is this ‘specialty functionality’ for which we applied for a patent the United States Patent and Trademark Office. If the patent is granted, there is less likelihood of software piracy or the loss of our IP. Environmental scans should show us if there are other companies trying to do this.

The functionality, which most resembles our competitors’, is the ability to share files. That brings in a different concern with intellectual property- the possibility someone else’s IP could be sent from one of our users to another, as this could seriously damage our reputation, as what happened with Napster. (www.napster.com).

Conclusion

At one company after another--from Sears to IBM to Hewlett-Packard to Searle, strategy is again a major focus in the quest for higher revenues and profits. With help from a new generation of business strategists, companies are pursuing novel ways to hatch new products, expand existing businesses, and create the markets of tomorrow. Some companies are even recreating full-fledged strategic-planning groups. United Parcel Service expects to spin out a new strategy group from its marketing department, where strategic plans are now hatched. Explains Chairman Kent C. Nelson: ``Because we're making bigger bets on investments in technology, we can't afford to spend a whole lot of money in one direction and then find out five years later it was the wrong direction.''

In such a world we need a planning model that allows us to anticipate the future and to use this anticipation in conjunction with an analysis of our organization--its culture, mission, strengths and weaknesses--to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one.

References

Bilek, E. (n.d.) Compass Bankshares to be Acquired by Banco Bilbao Vizcaya Argentaria, S.A.,

Investor Relations. Retrieved from the Internet on March 31, 2007 at

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Not all banks who offer secured credit cards advertise the fact. Because of this, you may find yourself applying for numerous unsecured credit cards before you come across a secured credit card application.

This can result in numerous inquiries on your credit report and a decrease in your credit rating (which is part of what got you here in the first place)!

If you want to find the banks who offer secured credit cards without going through all of the hassle normally associated with doing so, follow these seven tips:

1. Be Realistic

The first thing you need to do when looking for banks who offer secured credit cards is be realistic about what you're going to qualify for.

Don't apply for an American Express or a Diner's Club card thinking they'll offer you a secured credit card if you don't qualify. As a rule, upper-crust credit card companies do not offer secured credit cards.

2. Utilize the Web

When it comes to searching for banks who offer secured credit cards, the Web is your very best friend. There are informational websites that offer a wealth of knowledge on secured credit cards and they can even direct you to sites that allow you to apply for secured credit cards online.

3. Target Your Search

Rather than haphazardly filling out credit card applications hoping to run into a secured credit card opportunity, look specifically for secured credit card applications to fill out.

The banks who offer secured credit cards do want your business and they aren't really hiding from you. Search for secured credit card applications and you're likely to find just that.

4. If It Sounds Too Good To Be True...

As with any credit card offer, if you run into a secured credit card offer that sounds too good to be true, proceed with caution.

Some of the banks who offer secured credit cards really don't have your best interests in mind. That is why it is important to deal only with reputable credit card companies.

5. Understand the Differences

When looking for banks who offer secured credit cards, make sure you understand that not all of them are created equal. Some will charge higher fees, while others will charge higher interest rates.

Before applying for any single secured credit card, evaluate the costs of that card and make sure it's the card that will best meet your personal needs.

6. Don't Pay Anything Up Front

Never, ever deal with the credit card companies that ask you to send them cash up front. Nine and a half times out of ten they are a scam.

A legitimate secured credit card company will charge any applicable fees to your new credit card account, allowing you to pay them off after the card is in your hands -- not before.

7. Easy Does It

Keep in mind the golden rule -- less is definitely more. Too many credit card applications equals too many credit inquires. Just because you find ten banks who offer secured credit cards, it doesn't mean you have to apply for all ten of them.

By following these seven steps, not only will you be able to find the banks who offer secured credit cards, but you'll be able to tell the good from the bad in seconds flat.

Marvel comic books contain some of the most iconic fictional characters today. With the recent surge in the number of superhero movies, Marvel characters have dominated the big screen, prompting many people to look into the story behind Marvel.

Marvel comics' first incarnation, Timely comics, published Marvel comics #1 in October of 1939. This issue covered the first appearance of Namor the sub-mariner and an android known as the human torch (different from the human torch of the fantastic four). Today, this issue is valued at $330,000 - a definite nod towards its significance in comic-book culture today. The founder of Marvel comics was Martin Goodman.

In 1941, Goodman's relative, Stanley Lieber, was hired as the interim editor of the company. You might not recognize his name, but during that time, Lieber was already writing under the pseudonym "Stan Lee". Stan Lee is a major force behind Marvel comic books, creating some of the brands best-known characters to date.

Sales declined suring the post- World War 2 years. This was a result of superhero comics going out of fashion. Because fo this, Marvel (then Atlas Comics) shifted to different genres and storylines which appealed to the public. Genres included horror, action, adventure, romance, comedy, etc.

However, the 1960's showed a huge revival in the popularity of superheroes, started by DC's Justice League of America. Marvel comic books followed this success with Stan Lee's creation, The Fantastic Four.

Soon, Marvel comics gave birth to all new heroes, such as Spider-man, The Hulk, Iron man, Daredevil, and the X-men. Despite the competition, Marvel was able to establish itself as one of the largest comic book companies in the world -a position it still holds today.

What made Marvel comic books so distinctive is the fact that they devoted a lot more effort to developing the characters. Readers are able to see flaws in the characters and are able to enjoy the storyline much better because of those flaws.

This method of storytelling has caused marvel comic books to revolutionize the industry and capture the imaginations of millions worldwide. Truly, the way Marvel comic books have evolved is awe-inspiring.

RCCL - Freedom of the Seas Review

Itinerary - comments:

Day 1. After arriving at Port Canaveral we parked in the parking lot adjacent to the cruise terminal. It's easy to find parking so don't be concerned about that. We arrived to be greeted with a sizeable slow moving line. This was not Royal Caribbean's fault, but that of disorganized port security people. The port security lady was very impolite when she found out that I didn't have all of my set sail paperwork. Ooops! Make sure that you have your set sail pass paperwork and passport ready to go!

Day 2. Cocoa Cay. - There were plenty of chairs. I was warned to get off the ship early to get a chair. We'll I had about 1000 to choose from. If another ship is docked I can see how this would be a problem, but not if you are the only boat there. I liked all of the beaches especially Barefoot beach where you can walk far out into the water. Bring your license if you and your kids want to do a jet ski. The snorkeling was very good. I saw a barracuda, sting ray, gar fish, blow fish, and yellow fish (?). The slide was fun for the kids and you can book that there on the island, just like the water park offshore. I would also suggest taking bottled water or a snack as there isn't really a place to buy many things. I liked Cocoa Cay a lot. I very nice stop.

Day 3. Sea day

Day 4. St. Thomas - We took an excursion to St. John to Trunk Bay to snorkel. The snorkeling is excellent and so is the scenery. It seemed as though the trip goes too fast as only 1 ½ hours is spent at trunk bay. Apparently there are two tours booked at Trunk bay. We had an excursion in the afternoon and met the Carnival people heading back. IF you get the afternoon excursion beware that they close the snack shop early - like at 3 pm in the afternoon. I'm not sure why, it's not like it was getting dark.

I also have been to Megan's bay on a previous trip. Megan's bay has a beautiful beach also, but with not much in the way of snorkeling. Regardless if you go to Trunk bay or Megan's bay or a different venue, This is an excellent good port with lots to do and see.

Day 5. St. Martin - St. Maarten / St. Martin is one island divided into two countries - Dutch and French. You can take a water taxi just off of the boat at Phillipsburg for $6 all day. It will take you for a 5 minute ride to the shops and beach in town. There will be people trying to sell you things but they don't badger you if you say no thanks. We rented the jet skis. That were $55 for 35 minutes. We starting walking by and got them for $50 and two"free" chairs. Don't agree to the first price and see what you can bargain for.

I didn't go to Oriental Beach as many do. There is the possibility of seeing nudity from where RCCL goes to the beach, but I don't think it's common. I just didn't hear many people talking about it. I liked St. Martin a lot too. I didn't care for the people trying to see you stuff as soon as I got off of the water taxi, but it was definitely not as bad as what you would encounter in Jamaica.

Day 6. Sea day

Day 7. Sea day

Day 8 Disembarking.

Review Comments:

My overall experience was very good. I was surprised that the Freedom didn't seem too much bigger than the Mariner of the Seas. The staff was excellent. We were taken well care of by the dining staff and room staff. I also felt that the entertainers on the ship also were quite talented. The shows seemed slow and were not generally memorable though. I would like to see shows with more pep. I would also like to see shows changed more often. I have actually sailed on the Mariner of the Seas where the shows were the same a year apart. Cruise lines need to pay attention to the return customer!

The putt - putt golf course was pretty, but built with little imagination. There is almost no way to get a hole in one. The flow rider was a hit. Time was divided up between surfing and knee boarding. There were a few experts, but most had fun while learning. There was also time for private lessons; in my opinion too much time. Up to 5-6 hours a day was devoted to those who would pay extra for lessons.

Cruising is great fun. There are a lot of hidden costs though. Be careful, Royal Caribbean adds in tips automatically for everything..... even drinks. If you're not careful you can easily double tip. Even on the islands tip boxes are everywhere.. Take a handful of ones and some fives explicitly for this purpose. When you take a cruise it WILL cost more than you planned, especially if you drink alcohol!

I would also recommend not booking a flight too close to disembarking time. My cruise was diverted because someone was ill. It put the Freedom back in port about six hours late. Not only did it create a log jam on disembarking, it created a bunch on angry folks who missed flights. Word to the wise, get travel insurance.

Another suggestion to Royal Caribbean: the pictures are expensive. I would suggest somehow being able to put the pictures in a digital format so that people can touch up a few blemishes. There were several pictures that I would have purchased it one or two blemishes could have been touched up on my computer at home. I also belive that more pictures would be sold too.

I noticed that the same movies were played over which could have been easily varied. Also, the ice cream dispenser on pool deck created log jams every day. Couldn't there be a better place for it? Why was it shut down at I believe 8 pm? It should be one of the "open late" venues.

Overall, I enjoyed the experience very much. I believe that RCCL and other cruise lines need to work harder to please the repeat cruiser. I would also suggest shaking up the itineraries a little. How about changing one of the stops instead of the same stops?

Happy Sailing!